STRATEGIC PLAN One Island health system supporting improved health for Islanders

Size: px
Start display at page:

Download "STRATEGIC PLAN 2013-2016. One Island health system supporting improved health for Islanders"

Transcription

1 STRATEGIC PLAN One Island health system supporting improved health for Islanders

2

3 02 Message from the Board Chair 03 Executive Summary 04 Introduction 05 Performance & Accountability Framework contents 06 Strategic Direction 09 s Goals & Objectives 10 Implementation & Accountability 11 References/Notes 12 Appendices Prepared by: Strategy & Performance March 2013 Published by: PO Box 2000 Charlottetown, PEI Canada, C1A 7N8 Available online at: Printed in Prince Edward Island

4 MESSAGE FROM THE BOARD CHAIR As Chair of the Board of Directors, I am very pleased to present the strategic plan for This plan will guide change and improvement at for the next three years. The plan is focused on the areas of Quality, Efficiency and Access, and builds on progress and results attained under the Strategic Plan Dr. Donna Murnaghan Chair, Board The Board, from the very beginning, has been focused on quality and safety, and is very pleased with the commitment to building and strengthening quality, safety, and person-centered care across the system. Access to health care is a very important aspect of quality health care. In order to make sure that Islanders have the services they need, will continue to improve access to appropriate care by the right provider in the right setting, within the resources available. As a health system, we also need to make sure that we use our resources in the best way possible. To do that we will identify efficiencies and opportunities to improve coordination so that care is delivered in the most effective way possible. looks forward to working collaboratively and in partnership with Islanders, the Department of Health and Wellness and the broader government to achieve the vision outlined under this plan of One Island health system supporting improved health for Islanders. Respectfully Submitted, Dr. Donna Murnaghan Chair, Board 2

5 EXECUTIVE SUMMARY VISION Our vision statement guides current and future actions and practices of the organization. One Island health system supporting improved health for Islanders. MISSION Our mission statement describes the purpose of and reflects the broad functions of the organization as defined in the Health Services Act, R.S.P.E.I 1988, Cap. H Working in partnership with Islanders to support and promote health through the delivery of safe and quality health care. VALUES Core values are integral to our activities and relationships as health care professionals and providers at. CARING We treat everyone with compassion, respect, fairness, and dignity. INTEGRITY We collaborate in an environment of trust, communicate with openness and honesty, and are accountable through responsible decision-making. EXCELLENCE We pursue continuous quality improvement through innovation, integration, and the adoption of evidence-based practices. STRATEGIC DIMENSIONS OF CHANGE Through a population health approach, shift from how services are delivered from a reliance on hospital-based services to community-based services. Renewed Model of Home-Based Services Renewed Model of Community-Based Primary Health Care Health Care System Enablers Integration of Acute and Facility-Based Care GOALS & OBJECTIVES The goals identify our major areas of focus. The future actions of the organization, over the next three years, will stem from the following goal statements and objectives: QUALITY We will provide safe, quality, and person-centered care and services by: Ensuring appropriate patient safety standards are met Embedding the philosophy of person-centered care Promoting improved health outcomes through prevention and education Fostering a healthy work environment ACCESS We will provide access to appropriate care by the right provider in the right setting by: Reducing wait times in priority areas Improving access to care for vulnerable populations EFFICIENCY We will optimize resources and processes to sustain a viable health care system by: Utilizing technology to improve the quality, safety, and continuity of care Improving management of bed utilization across the system Improving the coordination of care across the continuum of health services Effective resource management 3

6 INTRODUCTION Purpose s strategic plan outlines the organization s direction over the next three years ( ). The plan was prepared in accordance with the Health Services Act 3, which requires a strategic plan every three fiscal years. This document outlines s renewed mission, vision, values, goals, and identifies the priorities to be pursued in an effort to respond to public and stakeholder needs. As the key document describing the overall strategic direction for, it is intended to guide organizational decision-making and activities during 2013 to Furthermore, as a foundational document, it provides a basis for public reporting and s performance and accountability framework. Development of the Plan The plan was guided by information from many sources and builds on the achievements from the previous strategic plan. Key sources that informed the current plan include: Department of Health and Wellness As a crown corporation, s strategic direction is informed by the Minister of Health and Wellness through legislated documents, such as the Provincial Health Plan 4, and other associated policies and directives. Under the direction of the Health PEI Board of Directors, input into the organization s strategic direction was provided by the Ministry to ensure the alignment of policy direction with government (see Exhibit 1; for the expanded PEI Health System Organizational chart refer to Appendix A). Input from Key Stakeholders External and internal stakeholders provided their input through surveys, focus groups and facilitated discussions. Direction from both stakeholder groups was sought on priority areas, as well as key strategic elements such as the mission, values, vision, and goals. A multifaceted approach to engagement was developed to ensure input from a distribution of PEI s population based on a mix of age, gender, geography, and education. Reviews and Reports An analysis of numerous internal and external reviews and reports provided further background and support to the development of s strategic direction (see Appendix B). On an ongoing basis, actively monitors and analyzes provincial, national, and international trends in areas such as health outcomes, quality of care, health service utilization, clinical service standards, delivery models, and health system organization. Key Factors Key factors also informed the development of the plan, including: competing fiscal pressures, demographic challenges, new and emerging health technologies, shortages of health professionals, and increased expectations. Exhibit 1. PEI Health System Organization. 4

7 Strategic Plan PERFORMANCE & ACCOUNTABILITY FRAMEWORK s strategic plan is part of a broader performance and accountability framework. Exhibit 2 provides an overview of this framework, key planning, monitoring and reporting components, and sources of input. The strategic plan informs other organizational plans and reports, driving the activities and priorities of the organization at all levels. The strategic plan and the associated business plan, set forth a course of action and accountability to ensure progress on the strategic direction. The business plan is prepared each fiscal year and links to the strategic plan by defining the milestones, key deliverables, and performance targets for strategic priorities. Further detail on how each division contributes to the strategic direction is provided in each division s operational plan. Improving organizational performance and accountability to deliver more appropriate, efficient, and effective health services is a priority for Health PEI. As part of our commitment to sustain and strengthen performance and accountability across operations, defined monitoring processes are used to ensure transparency on an ongoing basis. This includes: annual review and analysis of progress ( Annual Report) on strategic areas of priority and audited financial statements biannual review of progress on strategic areas of priority quarterly review of quality and financial reports Over the next three years, will continue to focus efforts on integrating and evolving its planning, monitoring, reporting components, and performance tools in order to ensure Health PEI has a robust performance and accountability framework. PUBLIC LOW INPUT Public & Stakeholders Department of Health & Wellness Staff & Physicians Trends & Demographics Annual Performance Results Quality Improvement Surveys Policy & Directives Operational Issues & Risks Performance Results (Divisional) Staff & Physicians TARGET AUDIENCE 3-Year Direction Goals & Priorities Annual Organizational Priorities & Objectives Annual Divisional Objectives Strategic Plan Business Plan Divisional Operational Plans DETAIL Annual Report Accreditation Canada Report Annual Quality & Risk Report Strategic Priority Dashboard Evaluation Reports Quality & Financial Reports Quarterly Forecasts Quarterly Risk Reports Performance & Accountability Agreements FOLLOW-UP REPORTING & MONITORING INTERNAL HIGH Exhibit 2. Performance & Accountability Framework. 5

8 STRATEGIC DIRECTION s renewed strategic direction builds on many of the principles outlined in the initial strategic plan PEI Health System Strategic Plan , and its parent report An Integrated Health System Review in PEI - A Call to Action : A Plan for Change 5, 6. The renewed direction reinforces the need for a fundamental shift in how services are delivered from a reliance on hospital-based acute care services to a focus on areas such as primary health care and home care. Exhibit 3 outlines the shift in area focus, using the four strategic dimensions of system change, to guide us toward achieving our vision of One Island health system supporting improved health for Islanders. Mission Working in partnership with Islanders to support and promote health through the delivery of safe and quality health care Values Caring Integrity Excellence Vision One Island health system supporting improved health for Islanders Goals Access Quality Efficiency Reduce wait times in priority areas Improve access to care for vulnerable populations Ensure appropriate patient 7 safety standards are met Embed the philosophy of person-centered care Promote improved health outcomes through prevention and education Foster a healthy work environment Utilize technology to improve quality, safety, and continuity of care Improve management of bed utilization across the system Improve coordination of care across the continuum of health services Effective resource management Strategic Dimensions of System Change Renewed Model of Home-Based Services Renewed Model of Community-Based Primary Health Care Health Care System Enablers Integration of Acute and Facility-Based Care Exhibit 3. s Four Strategic Dimensions of System Change. While significant advances have been made (e.g., the establishment of five primary care networks across the Island, and enhancement of programs and services to treat chronic conditions 8 ), there is still much work to be done. Accordingly, our efforts will continue to advance this shift by investing and reallocating resources, and enhancing programs and services in the following key dimensions: 6

9 One Island health system supporting improved health for Islanders Renewed model of home-based services: extending and expanding services to support Islanders to remain home longer and return home sooner. Renewed model of community-based primary health care: improving access to primary health care services. Health care system enablers: efforts will continue to focus on improving the effectiveness and efficiency of our resources, processes, and support services. Integration of acute and facility-based care: focus on opportunities for integration of acute and facility-based care, ensuring that we are using beds and facility-based services more efficiently and effectively. Systemic change is essential but it is complex and takes time to implement. This realignment is essential to meeting the challenges that PEI s health care system faces. Included in this effort, among other things, is changing service and program demands to meet the health care needs of a progressively aging demographic and a population with an increased prevalence and complexity of chronic conditions. At a fundamental level, work on the four strategic dimensions of system change will continue. Further to this, has identified three goals quality, access, and efficiency. These goals will guide and direct our focus to improve health system performance over the next three years. Quality... we will provide safe, quality, and person-centered care and services. Continuous quality improvement represents an ongoing priority area for the organization. Quality is multidimensional and we have adopted a quality matrix with eight dimensions as outlined by Accreditation Canada. These eight dimensions are presented below in Exhibit 4. Population Focus Accessibility Safety Worklife 8 Dimensions of Quality Client-centered Services Continuity of Services Effectiveness Efficiency ӹӹ Population Focus working with communities to anticipate and meet needs ӹӹ Accessibility providing timely and equitable services ӹӹ Safety keeping people safe ӹӹ Worklife supporting wellness in the work environment ӹӹ Client-centered Services putting clients and families first ӹӹ Continuity of Services experiencing coordinated and seamless services ӹӹ Effectiveness doing the right thing to achieve the best possible results ӹӹ Efficiency making the best use of resources Exhibit 4. Eight Dimensions of Quality. 9 7

10 has an integrated quality management framework that is comprised of three separate components, including: Quality and Safety Council Quality and Evidence-Based Practice Sub-Committee Pursuing Quality and Excellence Program The Quality and Safety Council is a provincial body comprised of eighteen quality teams that are responsible for identifying, measuring, and monitoring areas for quality improvement, and embedding quality improvement practices in the organization. Further to this, the Provincial Medical Advisory Committee, through its Quality and Evidence- Based Practice Sub-Committee, focuses on quality improvement activities specific to physician clinical practice. More recently, adopted a new program Pursuing Quality and Excellence. This program explores further opportunities for continuous quality improvement initiatives across the continuum of the health care system such as, the application of the Lean Six Sigma methodology. Through this integrated quality management framework, will remain focused on continuous quality improvement. by targeting priority areas, including mental health and addiction services, chronic disease prevention and management, and services for children with special needs. Likewise, Home Care will also continue to implement initiatives designed to improve the comprehensiveness of the programs and services that fall under this umbrella. Results of a public engagement survey indicated the public was most concerned with wait times to access: primary health care providers, long-term care, and prevention and education, respectively. These areas of concern were further reiterated in the facilitated discussions that were held across Prince Edward Island. There was considerable support from participants, in the facilitated discussions and the online survey, to appropriately address gaps in access to primary health care services. Suggestions to improve access to primary health care services included: better utilizing nurse practitioners, extended clinic hours, and more walk-in clinics, especially for rural communities. Based on this input, and direction from the government 10, Health PEI will focus its efforts on reducing wait times in the following key areas: primary health care practitioners, long-term care, mental health services, addiction services, elective surgical services, and emergency services. Access... we will provide access to appropriate care by the right provider in the right setting. Access to specific services and programs was identified as a priority through a consultative process with the public. Improving access to appropriate care by the right provider and in the right setting is another strategic goal of Health PEI. This will be achieved by reducing wait times in priority areas, enhancing services in specific sectors, and improving access for vulnerable populations. As already noted, will continue to focus on enhancing services and programs within Primary Health Care and Home Care. Primary Health Care, which includes a large umbrella of services and programs, will continue to strengthen its portfolio Efficiency... we will optimize resources and processes to sustain a viable health care system. Optimizing the use of resources across the system remains a priority for in this upcoming strategic cycle. Increased efficiency will not only enrich the patient experience (through improved continuity and coordination) but enhance the effectiveness, quality, and utilization of our resources. System-wide efficiency improvements will benefit our patients, the organization, and the Island community. has identified four mechanisms that will direct and support the optimization of the organization s resources. We will focus 8

11 Strategic Plan on leveraging our technological resources by improving the utilization of monitoring and informed decision-making, particularly in the areas of quality, patient safety, and continuity of care. Opportunities to improve efficiency within the organization exist in maximizing the utilization and flow of patients through the system. In other words, providing services in the right location, by the most appropriate provider to achieve quality person-centered care. Improving bed utilization and the continuity and coordination of care for patients will support our efforts to ensure care is provided in the right location at the right time. Finally, health system service integration is an essential component of effectively leveraging limited resources. True optimization of Health PEI s resources requires a continued focus on management of human, technological, financial, and structural resources. HEALTH PEI S GOALS & OBJECTIVES The goals of s strategic direction identify major areas of focus over the next three years (see Exhibit 5). This is in response to the voices of both our external and internal stakeholders, as well as evidence and national best practices. It should be noted, that the goals and associated objectives are not mutually exclusive. For example, improving access to particular services by its very nature improves the quality of the system. Quality Access Efficiency Goals We will provide safe, quality, and person-centered care and services We will provide access to appropriate care by the right provider in the right setting We will optimize resources and processes to sustain a viable health care system Objectives Ensure appropriate patient safety standards are met Embed the philosophy of person-centered care Promote improved health outcomes through prevention and education Foster a healthy work environment Reduce wait times in priority areas: Primary Health Care Providers Mental Health Services Addiction Services Long-Term Care Elective Surgical Services Emergency Services Improve access to care for vulnerable populations, including: Children with special needs The frail elderly and seniors with complex health needs Utilize technology to improve the quality, safety, and continuity of care Improve management of bed utilization across the system Improve the coordination of care across the continuum of health services Effective resource management Exhibit 5. Goals & Objectives. 9

12 IMPLEMENTATION & ACCOUNTABILITY Implementation has a defined implementation matrix to undertake strategic work. Implementation of this plan will leverage standing leadership committees of (e.g., Quality and Safety Council and the Provincial Medical Advisory Committee) or develop specific strategic initiatives to address areas not currently under a committee (e.g., children with special needs). The leadership committees of are responsible for defined priority areas within the organization and work within their scope is crossdivisional, interdisciplinary, and ongoing. At the beginning of each fiscal year, these committees are required to review their terms of reference and develop an annual work plan that advances the priority areas identified in the strategic plan. The work plan defines the scope of activities for the fiscal year and includes key deliverables and milestones. In some cases, specific strategic initiatives will be developed to concentrate on areas of priority. This work will be chartered with a defined scope, schedule, and budget. Direction and support from across the organization is provided through steering committees that guide the work of strategic initiatives. More detailed planning and ongoing monitoring, which occur under the direction of the steering committee, will ensure the implementation of the strategy. Accountability To ensure accountability for this strategic plan, our goals and objectives will be assessed through a system performance matrix, which includes a review of patient outcomes (when applicable), and performance and financial indicators on a regular basis. The targets and deliverables defined by this matrix provide a direct link between the priorities outlined in this strategic plan and the concrete steps that will be taken over the course of the next three years. These targets will set on track toward the vision of One Island health system supporting improved health for Islanders. Further to this, to ensure its relevance within the context of an ever-changing external environment, will re-evaluate its strategic priorities annually within the context of available resources and adjust them as required to ensure that the organization continues to respond to the health needs of Islanders. These annual documents ( Business Plan and Annual Report) comprise part of s accountability framework. Finally, is committed to working with stakeholders in order to realize its vision. As such, a major priority for us over the next three years is to work with stakeholders to inform our strategic direction and necessary improvements, and to work together to improve the health of islanders through our shared responsibilities. Central to any stakeholder engagement process will be a defined process of ongoing public consultation. 10

13 REFERENCES/NOTES 1. (2009). PEI Health System Strategic Plan Document Publishing Centre. 2 Health Services Act, R.S.P.E.I 1988, Cap. H Strategic plan, as established pursuant to the provisions of the Health Services Act, R.S.P.E.I. 1988, Cap. H Provincial Health Plan, as established pursuant to the provisions of the Health Services Act, R.S.P.E.I. 1988, Cap. H (2009). PEI Health System Strategic Plan Document Publishing Centre. 6 Corpus Sanchez International Consultancy. (2008). An Integrated Health System Review in PEI A Call to Action: A Plan for Change. 7 The word patient is a generic term used to describe any patient, client or resident. 8 Refer to s Annual Reports for further information on advances and accomplishments of its strategic initiatives. Located on the web: 9 Qmentum Program. Leadership Standards For Surveys Starting After: September 04, Published by Accreditation Canada, ver. 7, Third session of the 64 th General Assembly November 13 th, 2012 (Speech from the Throne). Note: Government s 2012 Speech from the Throne placed priority on five areas, including:, improving access to emergency services, improving access to general practitioners, improving access to mental health and addiction services, reducing wait times for long-term care, and reducing wait times for elective surgeries. 11

14 12 APPENDICES

15 Appendix A - PEI Health System Organizational Chart

16 Appendix B - Documentation Supporting and Its Current Direction Legislated Documentation and Activities Transition Period Public Engagement Strategy 2013/16 Strategic Plan Public Engagement Strategy 2009/12 Strategic Plan 2010/11 Business Plan 2011/12 Business Plan 2012/13 Business Plan 2013/14 Business Plan Wait Times Strategy 2007/11 Ascent Final Report LTC 2007/17 Specialized Planning, Communication, Documentation and Reporting Building an Agile Organization 2008/13 An Integrated Health System Review in PEI A Call to Action: A Plan for Change Accreditation Survey Report 2007: PEI Department of Health PEI s Healthy Aging Strategy Patient Safety Strategy Transforming How We Provide Care Transition Management Mental Health Services Strategy Health Governance Advisory Council Final Report Physician Human Resource Report Primary Health Care Survey Accreditation Canada Report: 2010 Report of the Council of the Federation Working Group on Health Care Innovation: From Innovation to Action

17

18 One Island health system supporting improved health for Islanders

Health PEI Business Plan: April 1, 2010-March 31, 2011

Health PEI Business Plan: April 1, 2010-March 31, 2011 ONE ISLAND FUTURE ONE ISLAND HEALTH SYSTEM Business Plan: April 1, 2010-March 31, 2011 Published by: Health PEI PO Box 2000 Charlottetown PEI Canada, C1A 7N8 September 2010 Cover: Strategic Marketing and

More information

Patient Flow and Care Transitions Strategy 2013-2018. Updated September 2014

Patient Flow and Care Transitions Strategy 2013-2018. Updated September 2014 Patient Flow and Care Transitions Strategy 2013-2018 Updated Introduction Island Health s Patient Flow and Care Transitions 2013-2018 Strategy builds on the existing work within the organization to address

More information

Air Ambulance and Critical Care Transport Resource Allocation Action Plan. September 17, 2015

Air Ambulance and Critical Care Transport Resource Allocation Action Plan. September 17, 2015 Air Ambulance and Critical Care Transport Resource Allocation Action Plan September 17, 2015 INTRODUCTION In September 2013, BC Emergency Health Services (BCEHS) contracted consultant Chris Nickerson to

More information

Prince Edward Island s Healthy Aging Strategy

Prince Edward Island s Healthy Aging Strategy Prince Edward Island s Healthy Aging Strategy February 2009 Department of Health ONE ISLAND COMMUNITY ONE ISLAND FUTURE ONE ISLAND HEALTH SYSTEM Prince Edward Island s Healthy Aging Strategy For more information

More information

Integrated Quality and Safety Framework

Integrated Quality and Safety Framework Integrated Quality and Safety Framework Updated: Dec 2015 Developed by: Patient Experience and Quality Improvement Department Page 2 of 12 Contents Introduction 4 Background 4 Glossary of Key Terms 4 Purpose

More information

North of Superior Healthcare Group

North of Superior Healthcare Group North of Superior Healthcare Group (NOSH) The McCausland Hospital & Wilson Memorial General Hospital 2015-2018 Introduction The North of Superior Healthcare Group (NOSH) is a multi-site healthcare provider,

More information

Health PEI Annual Report

Health PEI Annual Report Health PEI Annual Report Contents Chair & CEO Message Mission, Vision, Values, Goals 2013 2014 In Brief Financial Highlights Health PEI by the Numbers Appendices Organizational Structure Strategic Performance

More information

Number 1. Introduction to Nurse Practitioner-Led Clinics

Number 1. Introduction to Nurse Practitioner-Led Clinics Number 1 Introduction to Nurse Practitioner-Led Clinics April 2010 Table of Contents Introduction 3 Family Health Care for All 3 Guiding Principles 4 The Role of Nurse Practitioner-Led Clinics 5 The Vision

More information

Healthy People First: Opportunities and Risks in Health System Transformation in Ontario

Healthy People First: Opportunities and Risks in Health System Transformation in Ontario HL9.3 STAFF REPORT FOR ACTION Healthy People First: Opportunities and Risks in Health System Transformation in Ontario Date: January 11, 2016 To: From: Wards: Board of Health Medical Officer of Health

More information

Setting Priorities for the B.C. Health System

Setting Priorities for the B.C. Health System Setting Priorities for the B.C. Health System - 14 th Annual Healthcare Summit - Elaine McKnight Associate Deputy Minister Ministry of Health June 26, 2014 DRAFT 1 The Path to a Refreshed Strategy Innovation

More information

Department of Health and Community Services STRATEGIC PLAN 2011-2014

Department of Health and Community Services STRATEGIC PLAN 2011-2014 Department of Health and Community Services STRATEGIC PLAN 2011-201 Message from the Minister In the development of this three-year strategic plan, careful consideration was given to the Provincial Government

More information

Ministry of Health and Long Term Care (MOHLTC) Patients First: A Proposal to Strengthen Patient Centred Health Care in Ontario

Ministry of Health and Long Term Care (MOHLTC) Patients First: A Proposal to Strengthen Patient Centred Health Care in Ontario Ministry of Health and Long Term Care (MOHLTC) Patients First: A Proposal to Strengthen Patient Centred Health Care in Ontario Objectives 1 Provide an overview of the MOHLTC s proposal to strengthen patient

More information

PROVINCIAL ABORIGINAL LHIN REPORT 2013/2014

PROVINCIAL ABORIGINAL LHIN REPORT 2013/2014 1 P a g e PROVINCIAL ABORIGINAL LHIN REPORT 2013/2014 HIGHLIGHTS 1 Place Photo Here, 2 P a g e MOVING FORWARD: A COLLABORATIVE APPROACH INTRODUCTION Over the past year, the Local Health Integration Networks

More information

2a. Modify care practices and systems to improve care and prevent harm to patients with standard order sets, standard care planning, ect.

2a. Modify care practices and systems to improve care and prevent harm to patients with standard order sets, standard care planning, ect. Introduction Across the 5 strategic areas Quality Care & Safety, Partnerships & Collaboration, Sustainable Future, People, and Education & Innovation MAHC has 11 key objectives that together will drive

More information

2014/15 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

2014/15 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 2014/15 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario The Royal Ottawa Place LTC April 2014 The Royal Ottawa Health Care Group 1 Overview of Our Organization s Quality

More information

Timely Access to Quality Health Care

Timely Access to Quality Health Care Media Backgrounder Timely Access to Quality Health Care Timely Access to Quality Health Care As a Province, we have much to show for our unwavering commitment to health care: The number of physicians practicing

More information

Ontario Hospital Association 2013 2017 Strategic Plan: A Catalyst for Change

Ontario Hospital Association 2013 2017 Strategic Plan: A Catalyst for Change Ontario Hospital Association 2013 2017 Strategic Plan: A Catalyst for Change The Ontario Hospital Association (OHA) is pleased to present its 2013 2017* Strategic Plan. This plan will position the Association

More information

Strategic & Operational Clinical Networks. Campus Alberta April 24 th, 2012 Tracy Wasylak & Tom Noseworthy

Strategic & Operational Clinical Networks. Campus Alberta April 24 th, 2012 Tracy Wasylak & Tom Noseworthy Strategic & Operational Clinical Networks Campus Alberta April 24 th, 2012 Tracy Wasylak & Tom Noseworthy 1 Non-sustainable healthcare cost increases in Canada: Alberta is above average 23.4M people 34.2

More information

SEARCH PROFILE. Executive Director Provider Compensation and Strategic Partnerships. Alberta Health. Executive Manager I

SEARCH PROFILE. Executive Director Provider Compensation and Strategic Partnerships. Alberta Health. Executive Manager I SEARCH PROFILE Executive Director Provider Compensation and Strategic Partnerships Alberta Health Executive Manager I Salary Range: $125,318 $164,691 ($4,801.47 $6,310.03 bi-weekly) Open Competition Job

More information

Ministry of Health. Plan for saskatchewan.ca

Ministry of Health. Plan for saskatchewan.ca Ministry of Health Plan for 2016-17 saskatchewan.ca Table of Contents Statement from the Ministers... 1 Response to Government Direction... 2 Operational Plan... 3 Highlights...10 Financial Summary...11

More information

Alberta Health. Primary Health Care Evaluation Framework. Primary Health Care Branch. November 2013

Alberta Health. Primary Health Care Evaluation Framework. Primary Health Care Branch. November 2013 Primary Health Care Evaluation Framewo Alberta Health Primary Health Care Evaluation Framework Primary Health Care Branch November 2013 Primary Health Care Evaluation Framework, Primary Health Care Branch,

More information

Chief Nursing Executive / Chief Nursing Officer Roles and Responsibilities Framework

Chief Nursing Executive / Chief Nursing Officer Roles and Responsibilities Framework Chief Nursing Executive / Chief Nursing Officer Roles and Responsibilities Framework The following framework is intended to illustrate Chief Nursing Executive (CNE) and Chief Nursing Officer (CNO) roles

More information

Health BUSINESS PLAN 2015 18 ACCOUNTABILITY STATEMENT THE MINISTRY LINK TO GOVERNMENT OF ALBERTA STRATEGIC DIRECTION STRATEGIC CONTEXT

Health BUSINESS PLAN 2015 18 ACCOUNTABILITY STATEMENT THE MINISTRY LINK TO GOVERNMENT OF ALBERTA STRATEGIC DIRECTION STRATEGIC CONTEXT Health BUSINESS PLAN 2015 18 ACCOUNTABILITY STATEMENT This business plan was prepared under my direction, taking into consideration the government s policy decisions as of October 15, 2015. original signed

More information

CADTH Annual Business Plan

CADTH Annual Business Plan CADTH 2016-2017 Annual Business Plan About CADTH CADTH is an independent, not-for-profit organization responsible for providing Canada s health care decision-makers with objective evidence to help make

More information

2003 FIRST MINISTERS ACCORD

2003 FIRST MINISTERS ACCORD 2003 FIRST MINISTERS ACCORD ON HEALTH CARE RENEWAL 1 In September 2000, First Ministers agreed on a vision, principles and action plan for health system renewal. Building from this agreement, all governments

More information

2014-15 Five Hills Health Region Strategic Plan

2014-15 Five Hills Health Region Strategic Plan 2014-15 Five Hills Health Region Strategic Plan Better Health Better Care Better Teams Better Value Introduction We are pleased to present the Five Hills Health Region s Strategic Plan for the 2014-145

More information

ENABLING EFFECTIVE, QUALITY POPULATION AND PATIENT-CENTRED CARE: A PROVINCIAL STRATEGY FOR HEALTH INFORMATION MANAGEMENT AND TECHNOLOGY

ENABLING EFFECTIVE, QUALITY POPULATION AND PATIENT-CENTRED CARE: A PROVINCIAL STRATEGY FOR HEALTH INFORMATION MANAGEMENT AND TECHNOLOGY ENABLING EFFECTIVE, QUALITY POPULATION AND PATIENT-CENTRED CARE: A PROVINCIAL STRATEGY FOR HEALTH INFORMATION MANAGEMENT AND TECHNOLOGY CROSS SECTOR POLICY DISCUSSION PAPER 2015 Table of Contents Executive

More information

Better Health. Better Care Better Teams Better Value

Better Health. Better Care Better Teams Better Value SUNRISE HEALTH REGION STRATEGIC PLAN Better Health Better Care Better Teams Better Value FIVE-YEAR PLAN 2012-2017 Date: May 30, 2012 Page 2 of 15 SUNRISE HEALTH REGION Message from the Board Chair and

More information

Thunder Bay Regional Health Sciences Centre. Strategic Plan 2020

Thunder Bay Regional Health Sciences Centre. Strategic Plan 2020 Thunder Bay Regional Sciences Centre Strategic Plan 2020 2 Strategic Plan 2020 Committed to Patient and Family Centred Care Patient and Family Centred Care is the provision of care that is respectful of,

More information

Caring for our People

Caring for our People Caring for our People Improving the Northwest Territories Health and Social Services System August 2014 www.hss.gov.nt.ca CONTENTS Message from the Minister 4 Executive Summary 5 NWT Health and Social

More information

Accredited with Exemplary Standing

Accredited with Exemplary Standing Executive Summary Accreditation Report Waypoint CENTRE for MENTAL HEALTH CARE Accredited with Exemplary Standing June, 2015 to 2019 Waypoint CENTRE for MENTAL HEALTH CARE has gone beyond the requirements

More information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/26/2015 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

Mission, Guiding Values, Public Health Pillars and Vision. External Trends, Events or Factors Impacting Public Health and ODH

Mission, Guiding Values, Public Health Pillars and Vision. External Trends, Events or Factors Impacting Public Health and ODH 2 OHIO DEPARTMENT OF HEALTH: STRATEGIC PLAN 2015-2016 Table of Contents Message from the Director About the Ohio Department of Health Mission, Guiding Values, Public Health Pillars and Vision External

More information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario March, 2016 North Simcoe Muskoka Community Care Access Centre 1 Overview Quality improvement plans (QIPs) are an important

More information

Institutional Vision, Proposed Mandate Statement and Priority Objectives

Institutional Vision, Proposed Mandate Statement and Priority Objectives Ministry of Training, Colleges and Universities Institutional Vision, Proposed Mandate Statement and Priority Objectives A submission to begin the process of developing strategic mandate agreements (SMAs):

More information

South West Local Health Integration Network. Clinical Services Planning Strategy

South West Local Health Integration Network. Clinical Services Planning Strategy South West Local Health Integration Network Clinical Services Planning Strategy Revised March 2014 Table of Contents Background... 4 What is Clinical Services Planning?... 5 Clinical Services Planning

More information

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2015

Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2015 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 3/31/2015 This document is intended to provide health care organizations in Ontario with guidance as to how they can develop

More information

National Standards for Safer Better Healthcare

National Standards for Safer Better Healthcare National Standards for Safer Better Healthcare June 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous improvement in Ireland

More information

An Overview of Accreditation Results: Alberta

An Overview of Accreditation Results: Alberta An Overview of Accreditation Results: Alberta December 2014 Accreditation Canada retains all intellectual property rights for the information presented herein, unless otherwise specified. The Accreditation

More information

Strategic Plan

Strategic Plan South East CCAC Strategic Plan 2011 2014 www.se.ccac-ont.ca Message from the South East CCAC CEO and Board Chair The South East Community Care Access Centre (South East CCAC) has undergone significant

More information

Annual Divisional Update. Division: Health Information Management Date: September 22, 2015

Annual Divisional Update. Division: Health Information Management Date: September 22, 2015 Annual Divisional Update Division: Health Information Management Date: September 22, 2015 Profile of Division Chief Information Office 8Provides leadership in the areas of health information technology

More information

Office of Health Professions Education

Office of Health Professions Education Office of Health Professions Education Business Plan Kelly J. Caverzagie, MD Vice-President for Education Nebraska Medicine 986430 Nebraska Medical Center Omaha, NE 68198-6430 Mobile: 402-350-2058 Email:

More information

Health Consumers Queensland...your voice in health. Consumer and Community Engagement Framework

Health Consumers Queensland...your voice in health. Consumer and Community Engagement Framework Health Consumers Queensland...your voice in health Consumer and Community Engagement Framework February 2012 Definitions In this Framework, Health Consumers Queensland utilises the following definitions

More information

2015 ASHP STRATEGIC PLAN

2015 ASHP STRATEGIC PLAN 2015 ASHP STRATEGIC PLAN ASHP Vision ASHP s vision is that medication use will be optimal, safe, and effective for all people all of the time. ASHP Mission The mission of pharmacists is to help people

More information

Provincial Health Human Resources S T R AT E G I C P L A N 2 0 0 8-2 0 1 1

Provincial Health Human Resources S T R AT E G I C P L A N 2 0 0 8-2 0 1 1 Provincial Health Human Resources S T R AT E G I C P L A N 2 0 0 8-2 0 1 1 Provincial Health Human Resources S T R AT E G I C P L A N 2 0 0 8-2 0 1 1 This strategy sets out the direction that the Ontario

More information

PATIENRTS FIRST P OPOSAL T O STRENGTHEN PATIENT-CENTRED HEALTH CARE IN ONTARIO. DISCUSSION PAPER December 17, 2015 BLEED

PATIENRTS FIRST P OPOSAL T O STRENGTHEN PATIENT-CENTRED HEALTH CARE IN ONTARIO. DISCUSSION PAPER December 17, 2015 BLEED PATIENRTS FIRST A P OPOSAL T O STRENGTHEN PATIENT-CENTRED HEALTH CARE IN ONTARIO DISCUSSION PAPER December 17, 2015 BLEED PATIENTS FIRST Message from the Minister of Health and Long-Term Care Over the

More information

Department of Social Development

Department of Social Development Department of Social Development Strategic Plan 2013 2017 Planning for Tomorrow, Today Department of Social Development Strategic Plan 2013 2017 Province of New Brunswick PO 6000, Fredericton NB E3B 5H1

More information

STRATEGIC AND OPERATIONAL PLAN

STRATEGIC AND OPERATIONAL PLAN STRATEGIC AND OPERATIONAL PLAN 2013-2015 2 3 Table of Contents Introduction Corporate Balanced Scorecard Revitalized... 5 Reorganizing Corporate Structure... 8 The Planning Process The Planning Process...

More information

An Integrated Health System Review in PEI A CALL TO ACTION: A PLAN FOR CHANGE

An Integrated Health System Review in PEI A CALL TO ACTION: A PLAN FOR CHANGE An Integrated Health System Review in PEI A CALL TO ACTION: A PLAN FOR CHANGE OCTOBER 2008 TABLE OF CONTENTS ACKNOWLEDGEMENTS... I EXECUTIVE SUMMARY... 1 CHAPTER 1: INTRODUCTION... 7 1.1 CONSIDERATIONS...

More information

Item 15.0 - Enhancing Care in the Community

Item 15.0 - Enhancing Care in the Community BRIEFING NOTE MEETING DATE: October 30, 2014 ACTION: TOPIC: Decision Item 15.0 - Enhancing Care in the Community PURPOSE: To provide information regarding enhancements to care in the community and recommend

More information

2014/15 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario

2014/15 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario 2014/15 Quality Improvement Plan (QIP) Narrative for Health Care Organizations in Ontario April 2014 Overview of Our Organization s Quality Improvement Plan The Royal s Quality Improvement Plan (QIP) is

More information

BS, MS, DNP and PhD in Nursing Competencies

BS, MS, DNP and PhD in Nursing Competencies BS, MS, DNP and PhD in Nursing Competencies The competencies arise from the understanding of nursing as a theory-guided, evidenced -based discipline. Graduates from the curriculum are expected to possess

More information

Systems Approach Workbook: Implementation Plan Template

Systems Approach Workbook: Implementation Plan Template Systems Approach Workbook: Implementation Plan Template Intended to support regional directors, managers or others who will be leading system change, the implementation plan template has been developed

More information

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I SEARCH PROFILE Executive Director Policy, Planning and Legislative Services Alberta Seniors and Housing Executive Manager I Salary Range: $125,318 - $164,691 ($4,801.47 $6,310.03 bi-weekly) Limited Competition

More information

From Addictions and Mental Health Ontario

From Addictions and Mental Health Ontario Response to Patients First: A Proposal to Strengthen Patient- Centred Health Care in Ontario Addictions and Mental Health Ontario (AMHO) From Addictions and Mental Health Ontario Addictions and Mental

More information

Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components

Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components The Joint Commission accreditation standards, the National Institute

More information

Atlantic Provinces Community College Consortium Business Plan 2005-2006

Atlantic Provinces Community College Consortium Business Plan 2005-2006 Atlantic Provinces Community College Consortium Business Plan 2005-2006 2 Table of Contents 1.0 Introduction.....3 2.0 The Planning Context..... 4 2.1 Vision and Mission..4 2.2 Strategic Planning Themes...4

More information

Local Health Integration Network SOUTH WEST CLINICAL QUALITY TABLE

Local Health Integration Network SOUTH WEST CLINICAL QUALITY TABLE Local Health Integration Network DRAFT Terms of Reference SOUTH WEST CLINICAL QUALITY TABLE Table of Contents 1. BACKGROUND/CONTEXT... 3 1.1. Purpose and Scope:... 3 1.2. Objectives... 3 1.3. Accountability...

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

Niagara Health System. April 1, 2011. Niagara Health System 1 155 Ontario Street St. Catharines, ON

Niagara Health System. April 1, 2011. Niagara Health System 1 155 Ontario Street St. Catharines, ON Niagara Health System April 1, 2011 Niagara Health System 1 Part A: Overview of Our Hospital s Quality Improvement Plan 1. Overview of our quality improvement plan for 2011-12 The Niagara Health System

More information

Provide Appropriate Care: Ensure the right care is provided to the right patient with the right resource at the right time.

Provide Appropriate Care: Ensure the right care is provided to the right patient with the right resource at the right time. 2 STRATEGIC PLAN 2015-2018 Who We Are BC Emergency Health Services (BCEHS) is responsible for the delivery, coordination and governance of out-ofhospital emergency health services and inter-facility patient

More information

Overview. Accreditation Canada. Qmentum Standards. Qmentum Standards. in Qmentum. Accreditation Canada Program

Overview. Accreditation Canada. Qmentum Standards. Qmentum Standards. in Qmentum. Accreditation Canada Program Overview Client- and Family-Centred through the Accreditation Canada Program October 5, 2014 Wendy Nicklin President and Chief Executive Officer Accreditation Canada Qmentum Accreditation Program Client-

More information

UCSF Clinical Enterprise Strategic Plan 2014-2019

UCSF Clinical Enterprise Strategic Plan 2014-2019 UCSF HEALTH SYSTEM UCSF Clinical Enterprise Strategic Plan 2014-2019 Building the Health System 1 UCSF Health System Five Year Strategic Plan: FY 2014-2019 Advancing the Health System A revolution is underway

More information

Delivering Local Health Care

Delivering Local Health Care Delivering Local Health Care Accelerating the pace of change Delivering Local Integrated Care Accelerating the Pace of Change WG 17711 Digital ISBN 978 1 0496 0 Crown copyright 2013 2 Contents Joint foreword

More information

Department of Finance. Strategic Plan 2011-2014. A vibrant and self-reliant economy and prosperous people.

Department of Finance. Strategic Plan 2011-2014. A vibrant and self-reliant economy and prosperous people. Department of Finance Strategic Plan 2011-2014 A vibrant and self-reliant economy and prosperous people. Department of Finance 2009-10 Annual Report 1 Department of Finance P.O. Box 8700, Confederation

More information

SEARCH PROFILE. Executive Director Energy Technical Services. Alberta Energy. Executive Manager 1

SEARCH PROFILE. Executive Director Energy Technical Services. Alberta Energy. Executive Manager 1 SEARCH PROFILE Executive Director Energy Technical Services Alberta Energy Executive Manager 1 Salary Range: $125,318 - $164,691 ($4,801.47 - $6,310.03 bi-weekly) Limited Competition Job ID: 1032725 Closing

More information

BACKGROUND INFORMATION DOCUMENT

BACKGROUND INFORMATION DOCUMENT South East Community Care Access Centre BACKGROUND INFORMATION DOCUMENT RFP #16-01 Infusion Equipment and Infusion Supplies March, 2016 South East Community Care Access Centre Centre d accès aux soins

More information

OMA Submission to the. Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario. Discussion Paper Consultation

OMA Submission to the. Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario. Discussion Paper Consultation OMA Submission to the Patients First: A Proposal to Strengthen Patient-Centred Health Care in Ontario Discussion Paper Consultation February, 2016 OMA Submission to the Patients First: A Proposal to Strengthen

More information

Community Engagement Framework. A Guide to Effective Partnership Building

Community Engagement Framework. A Guide to Effective Partnership Building Engagement Framework A Guide to Effective Partnership Building Table Of Contents Introduction.... 2 Framework for Engagement... 3 What do We Mean by Engagement... 3 Who will be Involved.... 4 Values of

More information

INTERPROFESSIONAL COLLABORATION

INTERPROFESSIONAL COLLABORATION INTERPROFESSIONAL COLLABORATION CNA POSITION The Canadian Nurses Association (CNA) believes that interprofessional collaborative models for health service delivery are critical for improving access to

More information

Health: Electronic Health Records

Health: Electronic Health Records Performance Audits 2 Electronic Health Records Summary Nova Scotia is working towards the development of a provincial electronic health record system known as SHARE. The province is participating in and

More information

Canadian Association of Perinatal and Women's Health Nurses STRATEGIC PLAN. Challenge, Opportunity and Focus

Canadian Association of Perinatal and Women's Health Nurses STRATEGIC PLAN. Challenge, Opportunity and Focus Canadian Association of Perinatal and Women's Health Nurses 2015-2018 STRATEGIC PLAN Challenge, Opportunity and Focus August 12, 2014 A. INTRODUCTION The Canadian Association of Perinatal and Women s

More information

Close to home: A Strategy for Long-Term Care and Community Support Services 2012

Close to home: A Strategy for Long-Term Care and Community Support Services 2012 Close to home: A Strategy for Long-Term Care and Community Support Services 2012 Message from the Minister Revitalizing and strengthening Newfoundland and Labrador s long-term care and community support

More information

Mississauga Halton Local Health Integration Network (MH LHIN) Health Service Providers Forum - May 5, 2009

Mississauga Halton Local Health Integration Network (MH LHIN) Health Service Providers Forum - May 5, 2009 Mississauga Halton Local Health Integration Network (MH LHIN) Health Service Providers Forum - May 5, 2009 The LHIN invited health service providers and other providers/partners from the LHIN to discuss

More information

ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016

ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 LETTER FROM THE PRESIDENT AND CEO /// The first year of our Strategic Plan, Our Future, is now complete and we are already seeing the positive impact of the

More information

GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW

GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW October 2010 Closing the Gap Between Vision and Reality: Strengthening Accountability, Adaptability and Continuous Improvement in Alberta s Child

More information

External Evaluation of Cancer Care Organization and Delivery

External Evaluation of Cancer Care Organization and Delivery Summary External Evaluation of Cancer Care Organization and Delivery Review of Experiences Relevant to the Cancer Team Evaluation and Designation Process in Québec Challenge of implementing the PQLC across

More information

Section 6. Strategic & Service Planning

Section 6. Strategic & Service Planning Section 6 Strategic & Service Planning 6 Strategic & Service Planning 6.1 Strategic Planning Responsibilities Section 6 Strategic & Service Planning 6.1.1 Role of Local Health Districts and Specialty

More information

Accredited. Executive Summary. Covenant Health. Accreditation Report. Accreditation Canada. Covenant Health (2015)

Accredited. Executive Summary. Covenant Health. Accreditation Report. Accreditation Canada. Covenant Health (2015) Executive Summary Accreditation Report Covenant Health Accredited Covenant Health has met the requirements of the Qmentum accreditation program and has shown a commitment to quality improvement. Covenant

More information

Developing a consumer and community engagement strategy: a toolkit for Hospital and Health Services

Developing a consumer and community engagement strategy: a toolkit for Hospital and Health Services Developing a consumer and community engagement strategy: a toolkit for Hospital and Health Services Health Consumers Queensland...your voice in health Developing a consumer and community engagement strategy:

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

Performance Management. Date: November 2012

Performance Management. Date: November 2012 Performance Management Date: November 2012 SSBA Background Document Background 3 4 Governance in Saskatchewan Education System 5 Role of School Boards 6 Performance Management Performance Management Overview

More information

Appendix A Sample Job Descriptions for a Coordinator/Manager

Appendix A Sample Job Descriptions for a Coordinator/Manager Appendix A Sample Job Descriptions for a Coordinator/Manager #1 POSITION TITLE: Manager Parish Nurse Program GENERAL DESCRIPTION: This position provides for the administration and expansion of the Parish

More information

Strategic Plan Alcohol & Drug Abuse Programs 2012 2017. Executive Summary. ADAP s Mission. ADAP s Vision

Strategic Plan Alcohol & Drug Abuse Programs 2012 2017. Executive Summary. ADAP s Mission. ADAP s Vision Strategic Plan Alcohol & Drug Abuse Programs 2012 2017 Executive Summary The Strategic Plan for the Vermont Department of Health s Division of Alcohol and Drug Abuse Programs (ADAP) is designed to provide

More information

Patient Centred Community Designed Team Delivered. A framework for achieving a high performing primary health care system in Saskatchewan

Patient Centred Community Designed Team Delivered. A framework for achieving a high performing primary health care system in Saskatchewan Patient Centred Community Designed Team Delivered A framework for achieving a high performing primary health care system in Saskatchewan Thanks to the Regina Qu Appelle, Saskatoon and Sun Country health

More information

Windsor Essex Housing and Homelessness Plan FINAL PLAN APRIL 2014

Windsor Essex Housing and Homelessness Plan FINAL PLAN APRIL 2014 Windsor Essex Housing and Homelessness Plan FINAL PLAN APRIL 2014 TABLE OF CONTENTS Introduction...1 The Plan...3 Vision...3 Desired Housing and Homelessness System for Windsor Essex..4 Principles...5

More information

Nursing Informatics Competencies:

Nursing Informatics Competencies: Nursing Informatics Competencies: Weaving Computer & Information Literacy Skills into Organizational Support Structures & Processes Ruth Schleyer MSN, RN-BC, CPHIMS Colleen Burch RN MSN July 2007 Objectives

More information

Co-Leadership FINAL, JULY 2015

Co-Leadership FINAL, JULY 2015 Co-Leadership FINAL, JULY 2015 Advancing physician leader and administrative leader partnerships across the organization. Ø Ø Final Northern Health Medical Staff Leadership Administrative Structure Final

More information

END OF LIFE PROGRAM PRIORITIES UPDATE

END OF LIFE PROGRAM PRIORITIES UPDATE END OF LIFE PROGRAM PRIORITIES UPDATE June 2014 Island Health End of Life Program Priorities Update 2014 Page 1 Background: Every year, approximately 6,000 people die of natural causes on Vancouver Island.

More information

Quality Strategic Framework

Quality Strategic Framework Quality Strategic Framework TABLE OF CONTENTS 1.0 Executive Summary...3 2.0 Introduction... 4 The St. Michael s Quality Journey... 4 Lessons Learned From Our Quality Journey... 7 3.0 Quality Strategic

More information

Strategic Plan 2014 2018

Strategic Plan 2014 2018 DEPARTMENT OF HEALTH Strategic Plan 2014 2018 We focus on improving internal systems and processes in the Vermont Department of Health s Strategic Plan. By successfully implementing the Plan s objectives,

More information

COMPREHENSIVE COMMUNITY SERVICES

COMPREHENSIVE COMMUNITY SERVICES COMPREHENSIVE COMMUNITY SERVICES Strategic Plan July 2013 June 2015 Contents Vision and Mission 3 Leadership Philosophy 4 Strengths, Weaknesses, Opportunities and Threats (SWOT Analysis) 5 Goals 6 Strategies

More information

Melissa Edmister, RN, BSN Clinical Manager Surgical Acute Unit Providence St. Peter Hospital

Melissa Edmister, RN, BSN Clinical Manager Surgical Acute Unit Providence St. Peter Hospital Melissa Edmister, RN, BSN Clinical Manager Surgical Acute Unit Providence St. Peter Hospital Why do some organizations do well with safety initiatives while others do poorly or fail? The most important

More information

Educational Leadership

Educational Leadership Master of Science in Education: Educational Leadership School Building Leader (SBL) Program or School Building Leader (SBL) /School District Leader (SDL) Program Program Overview The Educational Leadership

More information

UNITED NATIONS OFFICE FOR PROJECT SERVICES. ORGANIZATIONAL DIRECTIVE No. 33. UNOPS Strategic Risk Management Planning Framework

UNITED NATIONS OFFICE FOR PROJECT SERVICES. ORGANIZATIONAL DIRECTIVE No. 33. UNOPS Strategic Risk Management Planning Framework UNOPS UNITED NATIONS OFFICE FOR PROJECT SERVICES Headquarters, Copenhagen O.D. No. 33 16 April 2010 ORGANIZATIONAL DIRECTIVE No. 33 UNOPS Strategic Risk Management Planning Framework 1. Introduction 1.1.

More information

The Catholic Health Initiatives 2016 Internship Program will take place June 6 August 10, 2016 at our headquarters office in Englewood, CO.

The Catholic Health Initiatives 2016 Internship Program will take place June 6 August 10, 2016 at our headquarters office in Englewood, CO. CHI Graduate Intern Job Description CHI Graduate Intern leads projects for senior management in a variety of operational and strategic initiatives that have system-wide impact. As a graduate intern, you

More information

OUR MISSION. The mission of the USC Rossier School of Education is to improve learning in urban education locally, nationally and globally.

OUR MISSION. The mission of the USC Rossier School of Education is to improve learning in urban education locally, nationally and globally. STRATEGIC PLAN 2012-2017 OUR MISSION The mission of the USC Rossier School of Education is to improve learning in urban education locally, nationally and globally. Urban education takes place within many

More information

Professional Education Program

Professional Education Program 1. Brief Description Professional Education Program Content Knowledge Assessment (EDL) As was discussed in Section I, #2, candidates taking courses in the Educational Leadership Program experience authentic

More information

The National Health Plan for Young Australians An action plan to protect and promote the health of children and young people

The National Health Plan for Young Australians An action plan to protect and promote the health of children and young people The National Health Plan for Young Australians An action plan to protect and promote the health of children and young people Copyright 1997 ISBN 0 642 27200 X This work is copyright. It may be reproduced

More information

Human Resource Secretariat Business Plan 2011-12 to 2013-14

Human Resource Secretariat Business Plan 2011-12 to 2013-14 Human Resource Secretariat Business Plan 2011-12 to 2013-14 September 2012 I II Message from the Minister As the Minister of Finance, President of Treasury Board and Minister responsible for the newly

More information